This document provides an overview of the agenda and activities for Day 1 of a workshop on making social innovation work. The morning sessions introduce concepts around behavioural design and science, including how people actually make decisions compared to rational models. After lunch, participants engage in activities to disrupt typical assumptions and generate new ideas, such as considering stereotypes in education and how to challenge normal expectations. The goal is to explore how understanding human behaviour can help design products and services that better support social outcomes.
This document outlines the agenda for Day 3 of a workshop on social innovation. The day includes sessions on the three strands of value in social entrepreneurship, social business models, and experimenting with social impact through experimentation and randomized controlled trials. Participants engage in activities to practice applying a business model canvas to social ventures and planning experiments to measure social impact. The document emphasizes testing interventions rigorously through randomized experiments to identify what programs and approaches are truly effective at creating social change.
This document discusses the need for higher education leaders to adopt a futures-oriented perspective to help transcend the "flatlands" of traditional futures thinking. It argues that traditional approaches have focused too much on prediction, technology, and Western models of progress. A futures studies perspective can help open up more viable, visible, and valuable futures by considering alternative futures through concepts like foresight literacy and strategic thinking. It presents a leadership model called the "Triple-V" approach that integrates foresight, strategic thinking, and strategy formulation to help facilitate innovation and shape sustainable learning futures.
What Type of Digital Transformation? Reinventing Social Thought and Action...Douglas Schuler
Presentation at International School for Digital Transformation, July 20, 2009. Porto, Portugal.
Discusses the concept of civic intelligence and the Liberating Voices pattern language project as an example of civic intelligence.
Will we be smart enough soon enough - putting civic intelligence into practi...Douglas Schuler
The document discusses the concept of civic intelligence, which refers to how smart collectivities are in relation to solving shared problems through civic means. It provides some definitions of civic intelligence and asserts that while civic intelligence exists, it may not be adequate to address growing global and local problems. Examples are given of projects that demonstrate civic intelligence, including sustainable prisons, the Beehive Design Collective, and the Liberating Voices project. The document discusses using pattern languages to organize civic intelligence projects and promote citizen engagement and activism. It concludes that assessing aspects like inclusion, creativity, collaboration, and addressing fundamental problems could be useful for comparing and measuring civic intelligence.
A hands-on approach to applying foresight by Andy Hines, Principal at Hinesite and Lecturer/Executive-in-Residence in Futures Studies at University of Houston.
This document provides an overview of the agenda and activities for Day 1 of a workshop on making social innovation work. The morning sessions introduce concepts around behavioural design and science, including how people actually make decisions compared to rational models. After lunch, participants engage in activities to disrupt typical assumptions and generate new ideas, such as considering stereotypes in education and how to challenge normal expectations. The goal is to explore how understanding human behaviour can help design products and services that better support social outcomes.
This document outlines the agenda for Day 3 of a workshop on social innovation. The day includes sessions on the three strands of value in social entrepreneurship, social business models, and experimenting with social impact through experimentation and randomized controlled trials. Participants engage in activities to practice applying a business model canvas to social ventures and planning experiments to measure social impact. The document emphasizes testing interventions rigorously through randomized experiments to identify what programs and approaches are truly effective at creating social change.
This document discusses the need for higher education leaders to adopt a futures-oriented perspective to help transcend the "flatlands" of traditional futures thinking. It argues that traditional approaches have focused too much on prediction, technology, and Western models of progress. A futures studies perspective can help open up more viable, visible, and valuable futures by considering alternative futures through concepts like foresight literacy and strategic thinking. It presents a leadership model called the "Triple-V" approach that integrates foresight, strategic thinking, and strategy formulation to help facilitate innovation and shape sustainable learning futures.
What Type of Digital Transformation? Reinventing Social Thought and Action...Douglas Schuler
Presentation at International School for Digital Transformation, July 20, 2009. Porto, Portugal.
Discusses the concept of civic intelligence and the Liberating Voices pattern language project as an example of civic intelligence.
Will we be smart enough soon enough - putting civic intelligence into practi...Douglas Schuler
The document discusses the concept of civic intelligence, which refers to how smart collectivities are in relation to solving shared problems through civic means. It provides some definitions of civic intelligence and asserts that while civic intelligence exists, it may not be adequate to address growing global and local problems. Examples are given of projects that demonstrate civic intelligence, including sustainable prisons, the Beehive Design Collective, and the Liberating Voices project. The document discusses using pattern languages to organize civic intelligence projects and promote citizen engagement and activism. It concludes that assessing aspects like inclusion, creativity, collaboration, and addressing fundamental problems could be useful for comparing and measuring civic intelligence.
A hands-on approach to applying foresight by Andy Hines, Principal at Hinesite and Lecturer/Executive-in-Residence in Futures Studies at University of Houston.
Factors Affecting the Efectiveness of Monitoring and Evaluation of Constituen...IOSR Journals
This document discusses factors affecting the effectiveness of monitoring and evaluation of constituency development fund (CDF) projects in Kenya, using Laikipia West Constituency as a case study. It outlines that monitoring and evaluation is important to ensure CDF projects meet their objectives of promoting local development, equity, and community participation. However, many Kenyans disagree on CDF's success due to issues with transparency and accountability. The study examines how technical capacity, political influence, stakeholder participation, and budgetary allocation impact monitoring and evaluation effectiveness. It finds monitoring and evaluation can explain 85.6% of effectiveness variances, showing it is a significant management tool for CDF projects. The document recommends efficient monitoring and evaluation to achieve intended objectives.
Report in organization maed em managing change.katemargaret
This document discusses managing change in organizations. It outlines several models for leading and managing change, including Lewin's three-step model of unfreezing, moving to a new state, and refreezing. It also discusses reasons for resisting change, such as fear of the unknown. Key aspects of leading change include establishing a sense of urgency, creating a guiding coalition, developing a vision and strategy, and communicating the change vision. Organizational development aims to increase performance through planned interventions and includes phases of diagnosis, change planning, intervention, and evaluation. Creating a learning organization by emphasizing systems thinking, personal mastery, mental models, shared vision, and team learning can help organizations better manage innovation and change.
The document discusses managing organizational change. It outlines key elements of managing change including defining direction, engaging stakeholders, making decisions, dedicating resources, and learning from the process. It also identifies common "viruses" or barriers to change, such as over-criticizing ideas before implementation or having an unclear decision-making process. The document provides advice on effective change management practices like designating change leaders, communicating the need for change, and continuously monitoring and adapting the change process.
Chapter 6 - Managing Change: Innovation and Diversitydpd
The document discusses managing change and diversity in organizations. It identifies different types of change, sources of resistance to change, and ways to overcome resistance. It also discusses diversity, innovation, and organizational development interventions like team building, process consultation, forcefield analysis, and survey feedback that are used to implement change.
Human Behavior in Organization by: Prof. JennyJay Gonzales
An organization is a structured group of individuals and groups working together to meet an agreed upon goal. An organization consists of its mission, human resources, work design at both the micro and macro levels, and how it transforms inputs into outputs. Organizational behavior draws from various disciplines like psychology, sociology, and management to understand human behavior in organizational settings. It examines individuals and systems using both internal and external perspectives.
Human Behavior in Organizations discusses important topics such as the goals of studying human behavior, the nature of people, individual differences, self-concept, personality, emotions, values, attitudes, abilities, job satisfaction, and motivation. It also covers group behavior, organizational culture, management, and organizational change. The key goals are to describe, understand, predict, and control human behavior in work settings in order to improve performance and achieve organizational goals.
This document discusses theories of personality and values in organizational behavior. It covers several key models for understanding personality, including the Big Five model and Myers-Briggs Type Indicator (MBTI). Values are described as basic convictions that guide behavior. The document outlines how personality and values can be linked to job and organizational fit to increase satisfaction and performance. It also notes some cultural differences in personality frameworks and values dimensions.
The document discusses several common change management models:
- The ADKAR model focuses on individual change and how it must match organizational change.
- Kotter's 8-step model includes phases of unfreezing, changing, and refreezing an organization.
- Lewin's 3-phase model highlights the psychological differences between change and transition.
- The McKinsey 7S model offers a holistic approach to understand how rational and emotional components in an organization are interconnected.
Persuasion architectures: Nudging People to do the Right ThingUser Vision
Review of some of the most popular commercial and public sector persuasion methodologies. Plus some reasons why they may not work and some criticisms, and a comparison of how supermarkets persuade us, offline.
Good New We Have A Crisis Ccl Revised Webinar Print OutDavid K. Hurst
This document outlines seven pointers for finding opportunity in adversity during a crisis: 1) Don't panic and see it as a chance for change; 2) Downsize staff early while exploring options; 3) Form task forces to focus on key issues; 4) Use various tools and methods to generate innovative ideas; 5) Engage in face-to-face communication with stakeholders; 6) Regularly communicate with employees to build trust; 7) Use storytelling to create a sense of mission rather than dread.
Design principles for a global movement on disability supportCitizen Network
1. The document discusses design principles for developing a global movement to advance self-directed support. It outlines challenges such as slow progress, debates over terminology and models, and a lack of consistent pressure on governments.
2. Key design principles for an effective self-directed support system are proposed, including that it be rights-based, person-centered, clear, flexible, easy to use, community-focused, sustainable, and innovative. Groups discuss how these principles apply in their own contexts.
3. Building a global movement requires overcoming challenges like distorted implementation and divided allies. Respecting differences, learning from evidence, building alliances, and working together as citizens are discussed as ways to organize collective intelligence and communities
Creativity and innovation require connecting previously unrelated ideas through skills like questioning, observing, experimenting, and networking. Questioning involves constantly asking questions to challenge assumptions, while observing means getting out into the real world to gain new perspectives. Experimenting takes things apart and prototypes new ideas, and networking with diverse groups of people from different backgrounds and industries generates new connections. Together these skills allow innovators to make new associations that lead to disruptive innovations.
Twenty First Century Influencer at ITEC 2010 ConferenceVicki Davis
Influencing positive change in schools is daunting. This is the slidedeck for the twenty first century influencer presentation delivered as the Monday keynote address at the ITEC conference 2010 by Vicki Davis, Classroom Teacher.
Behaviour change massey presentation v3Michael Field
This is a conference presentation I did on behavioural change for the Massey University Sustainability Conference. Worked on the conference paper and presented with Joanne Tunna. Looks at how we drive positive behavioural change, including the common mistakes, cognitive dissonance etc.
The passage discusses the rise of the generalist student. A generalist student is competent in several different fields or activities. The key cultural attributes for innovation that a generalist student possesses are questioning, a culture of innovation, iteration, connecting the dots, and curiosity. A generalist student approaches challenges with an open mind, challenges people to think differently, complements specialists, and practices empathy as the master of their trade.
The document discusses experiential learning lectures (ELL) and innovation. It provides background on the origins of ELL and its focus on blending theories and practical experience. The key aspects of experiential learning are explained, including the cycle of experience, reflection, generalization and application. Innovation is defined and the principles, process, knowledge layers and importance of design are outlined. Case studies are also mentioned. The overall document serves as a guide to ELL methodology and concepts relating to innovation.
Chris Jansen (www.Ideacreation.org) - "Strategising towards 'inside-out' orga...Chris Jansen
This document discusses frameworks for leading organizational change, including positive deviancy and the diffusion of innovation. It outlines a positive deviancy process that defines problems, determines common practices, discovers positive outliers, and designs activities to expand successful solutions. The diffusion of innovation model is also summarized, explaining how different groups adopt changes at different rates from innovators to laggards. Finally, an 8-step organizational change process is presented that establishes urgency, forms a coalition, develops a vision, launches pilots, communicates the vision, consolidates improvements, widens support, and embeds changes.
This document provides an overview of corporate culture, change management, and emotionally intelligent leadership. It discusses how culture impacts an organization's ability to manage change. Effective change management can increase productivity while poor change management decreases productivity. Emotionally intelligent leadership is important for navigating change in a way that reduces anxiety and stress for employees. The document uses examples and models to illustrate these concepts and their interrelationships.
Get Diversity Smart - The Importance of Embracing Diverse Mindsemmersons1
The document discusses the importance of embracing neurodiversity in the workplace. It summarizes a session held by the consultancy Utopia on neuro-inclusion. Neurodiversity refers to neurological differences such as those experienced by people on the autism spectrum. Embracing neurodiversity leads to business benefits like increased creativity and productivity. However, common workplace structures can create barriers for neurodiverse individuals. Employers must be prepared to support the neurodiverse workforce and make reasonable accommodations to ensure inclusion of all minds.
I was asked by Geelong College to present on Sustainability. I am not a scientist or climate change expert, so I decided to focus my presentation on the stuff I know best. This is a presentation about learning to make the transition to a more more sustainable lifestyle, business, school community or wahtever. In advance, apologies for the 'clutter' on a few of the slides.
The document provides tips and lessons learned from attending SXSW. Some key points include:
1) Plan meetings with potential contacts before attending to get the most out of networking opportunities. Follow up after to continue conversations.
2) SXSW is like speed dating - focus on learning from and contributing to discussions with new acquaintances.
3) Collect business cards and follow up on discussions while impressions are still fresh to maximize networking benefits.
The document offers advice for effectively leveraging the SXSW conference environment to make new connections and further existing relationships.
Factors Affecting the Efectiveness of Monitoring and Evaluation of Constituen...IOSR Journals
This document discusses factors affecting the effectiveness of monitoring and evaluation of constituency development fund (CDF) projects in Kenya, using Laikipia West Constituency as a case study. It outlines that monitoring and evaluation is important to ensure CDF projects meet their objectives of promoting local development, equity, and community participation. However, many Kenyans disagree on CDF's success due to issues with transparency and accountability. The study examines how technical capacity, political influence, stakeholder participation, and budgetary allocation impact monitoring and evaluation effectiveness. It finds monitoring and evaluation can explain 85.6% of effectiveness variances, showing it is a significant management tool for CDF projects. The document recommends efficient monitoring and evaluation to achieve intended objectives.
Report in organization maed em managing change.katemargaret
This document discusses managing change in organizations. It outlines several models for leading and managing change, including Lewin's three-step model of unfreezing, moving to a new state, and refreezing. It also discusses reasons for resisting change, such as fear of the unknown. Key aspects of leading change include establishing a sense of urgency, creating a guiding coalition, developing a vision and strategy, and communicating the change vision. Organizational development aims to increase performance through planned interventions and includes phases of diagnosis, change planning, intervention, and evaluation. Creating a learning organization by emphasizing systems thinking, personal mastery, mental models, shared vision, and team learning can help organizations better manage innovation and change.
The document discusses managing organizational change. It outlines key elements of managing change including defining direction, engaging stakeholders, making decisions, dedicating resources, and learning from the process. It also identifies common "viruses" or barriers to change, such as over-criticizing ideas before implementation or having an unclear decision-making process. The document provides advice on effective change management practices like designating change leaders, communicating the need for change, and continuously monitoring and adapting the change process.
Chapter 6 - Managing Change: Innovation and Diversitydpd
The document discusses managing change and diversity in organizations. It identifies different types of change, sources of resistance to change, and ways to overcome resistance. It also discusses diversity, innovation, and organizational development interventions like team building, process consultation, forcefield analysis, and survey feedback that are used to implement change.
Human Behavior in Organization by: Prof. JennyJay Gonzales
An organization is a structured group of individuals and groups working together to meet an agreed upon goal. An organization consists of its mission, human resources, work design at both the micro and macro levels, and how it transforms inputs into outputs. Organizational behavior draws from various disciplines like psychology, sociology, and management to understand human behavior in organizational settings. It examines individuals and systems using both internal and external perspectives.
Human Behavior in Organizations discusses important topics such as the goals of studying human behavior, the nature of people, individual differences, self-concept, personality, emotions, values, attitudes, abilities, job satisfaction, and motivation. It also covers group behavior, organizational culture, management, and organizational change. The key goals are to describe, understand, predict, and control human behavior in work settings in order to improve performance and achieve organizational goals.
This document discusses theories of personality and values in organizational behavior. It covers several key models for understanding personality, including the Big Five model and Myers-Briggs Type Indicator (MBTI). Values are described as basic convictions that guide behavior. The document outlines how personality and values can be linked to job and organizational fit to increase satisfaction and performance. It also notes some cultural differences in personality frameworks and values dimensions.
The document discusses several common change management models:
- The ADKAR model focuses on individual change and how it must match organizational change.
- Kotter's 8-step model includes phases of unfreezing, changing, and refreezing an organization.
- Lewin's 3-phase model highlights the psychological differences between change and transition.
- The McKinsey 7S model offers a holistic approach to understand how rational and emotional components in an organization are interconnected.
Persuasion architectures: Nudging People to do the Right ThingUser Vision
Review of some of the most popular commercial and public sector persuasion methodologies. Plus some reasons why they may not work and some criticisms, and a comparison of how supermarkets persuade us, offline.
Good New We Have A Crisis Ccl Revised Webinar Print OutDavid K. Hurst
This document outlines seven pointers for finding opportunity in adversity during a crisis: 1) Don't panic and see it as a chance for change; 2) Downsize staff early while exploring options; 3) Form task forces to focus on key issues; 4) Use various tools and methods to generate innovative ideas; 5) Engage in face-to-face communication with stakeholders; 6) Regularly communicate with employees to build trust; 7) Use storytelling to create a sense of mission rather than dread.
Design principles for a global movement on disability supportCitizen Network
1. The document discusses design principles for developing a global movement to advance self-directed support. It outlines challenges such as slow progress, debates over terminology and models, and a lack of consistent pressure on governments.
2. Key design principles for an effective self-directed support system are proposed, including that it be rights-based, person-centered, clear, flexible, easy to use, community-focused, sustainable, and innovative. Groups discuss how these principles apply in their own contexts.
3. Building a global movement requires overcoming challenges like distorted implementation and divided allies. Respecting differences, learning from evidence, building alliances, and working together as citizens are discussed as ways to organize collective intelligence and communities
Creativity and innovation require connecting previously unrelated ideas through skills like questioning, observing, experimenting, and networking. Questioning involves constantly asking questions to challenge assumptions, while observing means getting out into the real world to gain new perspectives. Experimenting takes things apart and prototypes new ideas, and networking with diverse groups of people from different backgrounds and industries generates new connections. Together these skills allow innovators to make new associations that lead to disruptive innovations.
Twenty First Century Influencer at ITEC 2010 ConferenceVicki Davis
Influencing positive change in schools is daunting. This is the slidedeck for the twenty first century influencer presentation delivered as the Monday keynote address at the ITEC conference 2010 by Vicki Davis, Classroom Teacher.
Behaviour change massey presentation v3Michael Field
This is a conference presentation I did on behavioural change for the Massey University Sustainability Conference. Worked on the conference paper and presented with Joanne Tunna. Looks at how we drive positive behavioural change, including the common mistakes, cognitive dissonance etc.
The passage discusses the rise of the generalist student. A generalist student is competent in several different fields or activities. The key cultural attributes for innovation that a generalist student possesses are questioning, a culture of innovation, iteration, connecting the dots, and curiosity. A generalist student approaches challenges with an open mind, challenges people to think differently, complements specialists, and practices empathy as the master of their trade.
The document discusses experiential learning lectures (ELL) and innovation. It provides background on the origins of ELL and its focus on blending theories and practical experience. The key aspects of experiential learning are explained, including the cycle of experience, reflection, generalization and application. Innovation is defined and the principles, process, knowledge layers and importance of design are outlined. Case studies are also mentioned. The overall document serves as a guide to ELL methodology and concepts relating to innovation.
Chris Jansen (www.Ideacreation.org) - "Strategising towards 'inside-out' orga...Chris Jansen
This document discusses frameworks for leading organizational change, including positive deviancy and the diffusion of innovation. It outlines a positive deviancy process that defines problems, determines common practices, discovers positive outliers, and designs activities to expand successful solutions. The diffusion of innovation model is also summarized, explaining how different groups adopt changes at different rates from innovators to laggards. Finally, an 8-step organizational change process is presented that establishes urgency, forms a coalition, develops a vision, launches pilots, communicates the vision, consolidates improvements, widens support, and embeds changes.
This document provides an overview of corporate culture, change management, and emotionally intelligent leadership. It discusses how culture impacts an organization's ability to manage change. Effective change management can increase productivity while poor change management decreases productivity. Emotionally intelligent leadership is important for navigating change in a way that reduces anxiety and stress for employees. The document uses examples and models to illustrate these concepts and their interrelationships.
Get Diversity Smart - The Importance of Embracing Diverse Mindsemmersons1
The document discusses the importance of embracing neurodiversity in the workplace. It summarizes a session held by the consultancy Utopia on neuro-inclusion. Neurodiversity refers to neurological differences such as those experienced by people on the autism spectrum. Embracing neurodiversity leads to business benefits like increased creativity and productivity. However, common workplace structures can create barriers for neurodiverse individuals. Employers must be prepared to support the neurodiverse workforce and make reasonable accommodations to ensure inclusion of all minds.
I was asked by Geelong College to present on Sustainability. I am not a scientist or climate change expert, so I decided to focus my presentation on the stuff I know best. This is a presentation about learning to make the transition to a more more sustainable lifestyle, business, school community or wahtever. In advance, apologies for the 'clutter' on a few of the slides.
The document provides tips and lessons learned from attending SXSW. Some key points include:
1) Plan meetings with potential contacts before attending to get the most out of networking opportunities. Follow up after to continue conversations.
2) SXSW is like speed dating - focus on learning from and contributing to discussions with new acquaintances.
3) Collect business cards and follow up on discussions while impressions are still fresh to maximize networking benefits.
The document offers advice for effectively leveraging the SXSW conference environment to make new connections and further existing relationships.
The document discusses how empathy can enable a positive cycle of innovation and inclusion in organizations by helping people overcome challenges like fear of change, and how innovative organizations can systematically honor three basic human needs: having a sense of purpose and contribution, opportunities for growth, and allowing people to maintain work-life balance and be their whole selves.
History of real time strategic change - jake jacobsJake Jacobs
This document discusses Real Time Strategic Change (RTSC), an approach to organizational change. It begins with definitions of RTSC and lists some of its key principles over time, distilling from 50 aphorisms to 20 principles to eventually 6 polarity pairs. These polarity pairs balance tensions like seeking new possibilities and building on the past. The document provides examples of using RTSC in different organizations and situations to reduce tuberculosis in New York City. It emphasizes flexible processes within fixed principles and mantras that guide RTSC work.
History of real time strategic change - jake jacobsJake Jacobs
This document discusses Real Time Strategic Change (RTSC), an approach to organizational change. It begins with definitions of RTSC and lists some of its key principles over time, condensing from 50 aphorisms to 20 principles to 6 polarity pairs. These principles focus on energizing plans for both the present and future, balancing individual and collective growth, integrating diverse perspectives to find shared meaning, using information to both seek new understanding and focus efforts, and balancing delegated and participative decision-making to accelerate change. The document then provides examples of applying RTSC in different organizations and situations to effectively launch large-scale changes.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
5. Check In. . .
• Name
• How you are and feel today
• What intention are you bringing with
you to the module.
• One thing about you, related to change,
you want to share.
• Anything else.
2
9. Some Facts About Change
Change is common and inevitable
We all want and fear change
10. Some Facts About Change
Change is common and inevitable
We all want and fear change
Changes in one person affect the whole
system
11. Some Facts About Change
Change is common and inevitable
We all want and fear change
Changes in one person affect the whole
system
Changes in the system affect all individuals
12. Some Facts About Change
Change is common and inevitable
We all want and fear change
Changes in one person affect the whole
system
Changes in the system affect all individuals
People tend to resist change
13. Some Facts About Change
Change is common and inevitable
We all want and fear change
Changes in one person affect the whole
system
Changes in the system affect all individuals
People tend to resist change
It’s better to anticipate and welcome
expected and unexpected changes
15. Some External Forces for
Change
Information
Technology Easier information transfer
Facilitates global structures
Globalization Requires new competencies
& Competition and expectations
Facilitates telecommuting;
Demography new employment
relationships
More emphasis on knowledge
management
16. Some External Forces for
Change
Information
Technology
Globalization
& Competition
Demography
17. Some External Forces for
Change
Information
Technology
Global competition
Globalization Technologymakes it easier to
& Competition compete quickly. Also makes
problems spread faster.
Demography Results
in restructuring,
outsourcing, mergers
– produces many employment
changes
18. Some External Forces for
Change
Information
Technology
Globalization
& Competition
Demography
19. Some External Forces for
Change
Information
Technology
More educated workforce
– want involvement; interesting work
Globalization
& Competition Younger generation
– less intimidated by status
– want a more balanced work life
Demography
Cultural changes
– more individualism in traditionally
collectivist countries. More need
for collaboration in individualistic
countries
23. New Change Landscape
Multiple types of change, often bunched
together:
– Incremental
8
24. New Change Landscape
Multiple types of change, often bunched
together:
– Incremental
– Transitional
8
25. New Change Landscape
Multiple types of change, often bunched
together:
– Incremental
– Transitional
– Transformational
8
26. New Change Landscape
Multiple types of change, often bunched
together:
– Incremental
– Transitional
– Transformational
Critical importance of the social aspects of
change initiatives: culture and people.
8
27. New Change Landscape
Multiple types of change, often bunched
together:
– Incremental
– Transitional
– Transformational
Critical importance of the social aspects of
change initiatives: culture and people.
No more linear cause and effect events.
8
28. New Change Landscape
Multiple types of change, often bunched
together:
– Incremental
– Transitional
– Transformational
Critical importance of the social aspects of
change initiatives: culture and people.
No more linear cause and effect events.
More often multiple waves of challenges
and opportunities, often simultaneously and
8
at accelerating pace.
29. Insanity vs. Wisdom
Definition of insanity according to Einstein:
– Doing the same things over and over while
expecting different results.
Definition of wisdom according to Pfeffer
and Sutton:
– The ability to act with knowledge, while
doubting what you know.
9
33. Insanity vs. Wisdom
Definition of insanity according to Einstein:
– Doing the same things over and over while
expecting different results.
9
34. Insanity vs. Wisdom
Definition of insanity according to Einstein:
– Doing the same things over and over while
expecting different results.
9
35. Insanity vs. Wisdom
Definition of insanity according to Einstein:
– Doing the same things over and over while
expecting different results.
Definition of wisdom according to Pfeffer
and Sutton:
9
36. Insanity vs. Wisdom
Definition of insanity according to Einstein:
– Doing the same things over and over while
expecting different results.
Definition of wisdom according to Pfeffer
and Sutton:
– The ability to act with knowledge, while
doubting what you know.
9
40. Learning Organizations
“Learning is not doing; it is reflecting on
doing.”
~Mintzberg
Importance of gaining conceptual insight
while taking action.
11
41. Learning From Your Past
Divide in pairs
Each person Thinks of a story of a time they
went through a significant (in their own
eyes) change. Can be personal or
organizational.
Each shares their story, while the other
listens for strengths exhibited.
When one finishes story, other shares what
they discover. 12
42. Sharing Insights
Share insights, questions, comments, and
examples about the first 2 chapters of
Textbook.
13
46. Need for Participation and
Communication
Often overlooked
Dynamic process
Little training of leaders on how to
encourage this type of culture.
14
47. Need for Participation and
Communication
Often overlooked
Dynamic process
Little training of leaders on how to
encourage this type of culture.
Need for more transformative
conversations.
14
48. Need for Participation and
Communication
Often overlooked
Dynamic process
Little training of leaders on how to
encourage this type of culture.
Need for more transformative
conversations.
Principles and guidelines for dialogue a
good way to foster transformative
conversations. 14
52. Essential Rules of Dialogue
• Listen to each other with respect
• No cross talk. Wait until the other finishes.
53. Essential Rules of Dialogue
• Listen to each other with respect
• No cross talk. Wait until the other finishes.
• Suspend assumptions, biases, and expectations
54. Essential Rules of Dialogue
• Listen to each other with respect
• No cross talk. Wait until the other finishes.
• Suspend assumptions, biases, and expectations
• Share freely your thoughts, feelings, and opinions
(personal advocacy).
55. Essential Rules of Dialogue
• Listen to each other with respect
• No cross talk. Wait until the other finishes.
• Suspend assumptions, biases, and expectations
• Share freely your thoughts, feelings, and opinions
(personal advocacy).
• Bring an open mind, curiosity, and humility (doesn’t
always have to be “right”)
56. Essential Rules of Dialogue
• Listen to each other with respect
• No cross talk. Wait until the other finishes.
• Suspend assumptions, biases, and expectations
• Share freely your thoughts, feelings, and opinions
(personal advocacy).
• Bring an open mind, curiosity, and humility (doesn’t
always have to be “right”)
• Guard the process of dialogue
60. Suspend
✦ Means "to hang below."
✦ Refers to displaying our thinking in a way that
lets us and others see and understand.
61. Suspend
✦ Means "to hang below."
✦ Refers to displaying our thinking in a way that
lets us and others see and understand.
✦ Leads to opening of self to hearing and
understanding each person's point of view.
62. Suspend
✦ Means "to hang below."
✦ Refers to displaying our thinking in a way that
lets us and others see and understand.
✦ Leads to opening of self to hearing and
understanding each person's point of view.
✦ Creates a space between our judgments and our
reactions so that we can hear the other person in a
new way.
63. Suspend
✦ Means "to hang below."
✦ Refers to displaying our thinking in a way that
lets us and others see and understand.
✦ Leads to opening of self to hearing and
understanding each person's point of view.
✦ Creates a space between our judgments and our
reactions so that we can hear the other person in a
new way.
✦ Helps to build a climate of trust and safety in a
group.
67. To Suspend, Identify
Identifying assumptions,
biases, and expectations
allows us to:
See the world in a new light.
Build common ground and consensus.
68. To Suspend, Identify
Identifying assumptions,
biases, and expectations
allows us to:
See the world in a new light.
Build common ground and consensus.
Respect others and their contributions, even
if contradictory to see things we have long held
to be true.
69. Assumptions. . .
✦ Assumptions = product of many years
of past experiences layered with
judgments.
✦ Example:
✓ Assumption: “It is not possible to
create a culture of dialogue in my
department”
✓ Action: You don’t try.
70. Suspend Judgements:
✦ When you look at the
picture of the old lady and
the young girl you have to
suspend your decision
about what you are seeing
so you can see the image
from another perspective.
You have to change the
meaning of what you are
seeing.
71. Expectations
✦ Expectations are vital and useful to us.
Nevertheless, they can:
✓ limit our ability to see the whole
picture,
✓ shut down our listening,
✓ and stifle our creativity and learning.
✦ It is important to understand and
recognize the difference between useful
and harmful expectations.
72. Pause
Definition: To stop in order to consider; to reflect; a moment
of silence; a delay or suspended reaction.
Pauses, in music as in life, are important. Stillness deepens
awareness, emergence, and integration.
73. Pause, Why?
• Periods of silence and reflection allow for
more clarity, objectivity, and discernment.
• Silence= key to new insights and
breakthroughs in thinking.
✓ By quieting ourselves, we better learn to hear the
softer slower murmuring melodies that arise from
the collective wisdom.
• How can silence add value to
your group?
74. Silence
There are many ways to sow the seeds.
Listen and in the quiet you will hear
the direction of your heart.
The garden of silence
is always there.
Patiently waiting.
We only have to claim it.
~Anne LeClaire
“Be Still and Know. . .”
75. Thinking
• We tend to create our reality through our
thinking. Thinking leads to action. . . or
inaction!
• Pausing helps us become aware
of internal thought process.
• A pause can also help us witness and be
aware of the collective thinking and
unfolding of meaning.
76. Reflection
• Reflection allows us to
think about, expand,
reconsider, understand
differently, develop, and transform
our knowledge.
• Reflection in action = ability to see what is
happening as it is happening.
77. Listen
Listen: To make an effort to hear something; to hear
something with thoughtful attention; to play close attention.
“It is better to listen in order to understand than to listen in order
to reply”.
78. Listen:
• To fully understand
• For common assumptions and voices
that question them
• For emerging shared meanings
• With your full attention
• With heart, ear, and eye
79. Listening Means Creating a Container
• Where different perspectives can be held
together
• Where they can be owned by everyone
A container is made up of safety,
skills, commitment, experience.
In a good container, different
ideas can cross-pollinate and
create new ideas.
80. 4 Kinds of Listening:
➡ Listening but not hearing
➡ Listening, but connecting with one’s own
agenda
➡ Listening and hearing without a personal
agenda
➡ Listening and hearing not only what is
spoken but what is not being said. Deep.
Deep Listening strengthen connection
between people
83. Start: Inquire, Share, Cultivate
•All the “right players” don’t win a
game. They have to start playing and
play well.
84. Start: Inquire, Share, Cultivate
•All the “right players” don’t win a
game. They have to start playing and
play well.
•Instead of complaining, take action.
85. Start: Inquire, Share, Cultivate
•All the “right players” don’t win a
game. They have to start playing and
play well.
•Instead of complaining, take action.
•Dreams have never been fulfilled by
pure luck. It takes passion, will power,
and determination to achieve change
within ourselves and others.
88. Inquire
• Inquiry:
✓ is about asking questions and holding
an attitude of curiosity,
89. Inquire
• Inquiry:
✓ is about asking questions and holding
an attitude of curiosity,
✓ opens the door for new insights and
learning
90. Inquire
• Inquiry:
✓ is about asking questions and holding
an attitude of curiosity,
✓ opens the door for new insights and
learning
✓ helps breakthrough and innovation to
emerge.
92. Inquire - Ask Questions
• For real learning and discovery to
happen, you have to ask questions.
• Questioning is to thinking as yeast is to
bread making. Unleavened bread is flat,
hard and unyielding. Unleavened
thinking is uninspired. ~Jamie McKenzie
94. Inquire - Ask Questions
• Questions that take us to new places
tend to be the
✓ how,
✓ when,
✓ where and
✓ what
to move us into discovering new
territory.
96. Inquire - Ask Questions
• Many times you can lead better by asking
questions than by providing answers.
97. Inquire - Ask Questions
• Many times you can lead better by asking
questions than by providing answers.
• Give people clear objectives and let them
figure out how to achieve them.
98. Inquire - Ask Questions
• Many times you can lead better by asking
questions than by providing answers.
• Give people clear objectives and let them
figure out how to achieve them.
• Give them time to:
99. Inquire - Ask Questions
• Many times you can lead better by asking
questions than by providing answers.
• Give people clear objectives and let them
figure out how to achieve them.
• Give them time to:
✓ think through situations,
100. Inquire - Ask Questions
• Many times you can lead better by asking
questions than by providing answers.
• Give people clear objectives and let them
figure out how to achieve them.
• Give them time to:
✓ think through situations,
✓ look at the big picture,
101. Inquire - Ask Questions
• Many times you can lead better by asking
questions than by providing answers.
• Give people clear objectives and let them
figure out how to achieve them.
• Give them time to:
✓ think through situations,
✓ look at the big picture,
✓ bounce ideas off of peers, and
102. Inquire - Ask Questions
• Many times you can lead better by asking
questions than by providing answers.
• Give people clear objectives and let them
figure out how to achieve them.
• Give them time to:
✓ think through situations,
✓ look at the big picture,
✓ bounce ideas off of peers, and
✓ experiment with possibilities.
104. Inquire - Ask Questions
• Nurturing a dynamic relationship
between questions, wonder and curiosity
frees people to:
✓ invent,
✓ produce,
✓ contribute and
✓ adjust
to a turbulent and changing world.
105. Inquire - Discover
• What does the word Discover means for
you as a person? As an HR leader? As an
employee?
107. Inquire - Discover
• In discovery, an answer -- right or
wrong -- is not the end of anything. It's
the beginning of something else.
108. Inquire - Discover
• In discovery, an answer -- right or
wrong -- is not the end of anything. It's
the beginning of something else.
• A discerning and inquiring spirit will
make us a discoverer, whereas a glib “I
have the answers” spirit makes us into a
protected boundary of pat answers and
clichés.
120. Inquire - Learn
Learning
✓ begins with questions
✓ is enriched by reflection
121. Inquire - Learn
Learning
✓ begins with questions
✓ is enriched by reflection
✓ is the key to success and survival for
organizations
122. Inquire - Learn
Learning
✓ begins with questions
✓ is enriched by reflection
✓ is the key to success and survival for
organizations
✓ needs to be supported by leadership
123. Inquire - Learn
Learning
✓ begins with questions
✓ is enriched by reflection
✓ is the key to success and survival for
organizations
✓ needs to be supported by leadership
✓ involves internal and external
knowledge.
126. Inquire - Learn
✓ You were born to learn!
✓ Your brain is plastic and has the
capability of keep learning for life
127. Inquire - Learn
✓ You were born to learn!
✓ Your brain is plastic and has the
capability of keep learning for life
✓ Learning brings satisfaction,
enjoyment, and a sense of healthy
personal pride.
128. Inquire - Learn
✓ You were born to learn!
✓ Your brain is plastic and has the
capability of keep learning for life
✓ Learning brings satisfaction,
enjoyment, and a sense of healthy
personal pride.
✓ What have you learned in the past
week?
130. Learn
• It is important to learn from experiences rather than being bound by past
experiences.
131. Learn
• It is important to learn from experiences rather than being bound by past
experiences.
• In Generative Learning Organizations, the ability of an organization/
manager is not measured by what it knows (that is the product of learning),
bur rather by how it learns -- the process of learning.
132. Learn
• It is important to learn from experiences rather than being bound by past
experiences.
• In Generative Learning Organizations, the ability of an organization/
manager is not measured by what it knows (that is the product of learning),
bur rather by how it learns -- the process of learning.
• Management practices that foster learning encourage, recognize, and reward:
133. Learn
• It is important to learn from experiences rather than being bound by past
experiences.
• In Generative Learning Organizations, the ability of an organization/
manager is not measured by what it knows (that is the product of learning),
bur rather by how it learns -- the process of learning.
• Management practices that foster learning encourage, recognize, and reward:
✓ openness,
134. Learn
• It is important to learn from experiences rather than being bound by past
experiences.
• In Generative Learning Organizations, the ability of an organization/
manager is not measured by what it knows (that is the product of learning),
bur rather by how it learns -- the process of learning.
• Management practices that foster learning encourage, recognize, and reward:
✓ openness,
✓ systemic thinking,
135. Learn
• It is important to learn from experiences rather than being bound by past
experiences.
• In Generative Learning Organizations, the ability of an organization/
manager is not measured by what it knows (that is the product of learning),
bur rather by how it learns -- the process of learning.
• Management practices that foster learning encourage, recognize, and reward:
✓ openness,
✓ systemic thinking,
✓ creativity,
136. Learn
• It is important to learn from experiences rather than being bound by past
experiences.
• In Generative Learning Organizations, the ability of an organization/
manager is not measured by what it knows (that is the product of learning),
bur rather by how it learns -- the process of learning.
• Management practices that foster learning encourage, recognize, and reward:
✓ openness,
✓ systemic thinking,
✓ creativity,
✓ a sense of efficacy, and
137. Learn
• It is important to learn from experiences rather than being bound by past
experiences.
• In Generative Learning Organizations, the ability of an organization/
manager is not measured by what it knows (that is the product of learning),
bur rather by how it learns -- the process of learning.
• Management practices that foster learning encourage, recognize, and reward:
✓ openness,
✓ systemic thinking,
✓ creativity,
✓ a sense of efficacy, and
✓ empathy.
138. Learn
• Answer this question:
✓ If you could choose the single most valuable thing you
have learned in your workplace, what would it be?
Who helped you learn it?
139. • When you are willing to
become vulnerable and share
the complexity of your
thoughts, feelings, and dreams
(including ambivalences), the
dialogue is enriched.
140. Share - Thoughts
• Oftentimes it’s easier to share material resources
than to share what is inside you.
141. Share - Feelings
Common messages you hear about feelings: “Keep feelings to yourself. ” “There
is no place for feelings at work.” . . . .
142. Share - Feelings
Why is it important to share feelings? “Not sharing them creates barriers.” “Not
sharing them isolates you.” “Not sharing negative feelings results in augmented negative
feelings” . . . .
143. Share - Dreams
➡ By Sharing dreams people can:
✦ Develop new visions of reality.
✦ Construct a viable future together
146. Cultivate
•Open your mind to new ideas,
methods, and opinions.
•Show the same curiosity you
exhibited as a child.
147. Cultivate
•Open your mind to new ideas,
methods, and opinions.
•Show the same curiosity you
exhibited as a child.
•Flexibility will smooth the path
of dialogue and understanding.
150. Cultivate -Curiosity
• Remember a time when as a child you exhibited
curiosity and as a result learned something exiting.
•Share with another person.
151. Cultivate -Curiosity
• Remember a time when as a child you exhibited
curiosity and as a result learned something exiting.
•Share with another person.
•How can you rekindle that type of curiosity?
152. Cultivate -Flexibility
According to Webster, Flexibility is:
1 : capable of being flexed : pliant
2 : yielding to influence : tractable
3 : characterized by a ready capability to adapt to new, different, or
changing requirements <a flexible schedule>
synonyms see elastic
153. Cultivate -Flexibility
Share a story of a situation at work that required
flexibility and you were able to be successful because
you were able to be flexible.
What made it easier to be flexible?
What made it more difficult?
156. Build
• Trust helps make a strong “container.”
157. Build
• Trust helps make a strong “container.”
• You show respect by. . . (answers from
group)
158. Build
• Trust helps make a strong “container.”
• You show respect by. . . (answers from
group)
• You also need to become competent about
dialogue.
159. Build
• Trust helps make a strong “container.”
• You show respect by. . . (answers from
group)
• You also need to become competent about
dialogue.
If you build the dialogue together, teams
will work more efficiently, relationships will
be smoother, and productivity will increase.
161. Building Trust
• We learn to trust only by repeatedly taking
personal risk and experiencing positive
outcomes.
162. Building Trust
• We learn to trust only by repeatedly taking
personal risk and experiencing positive
outcomes.
• Interpersonal trust can be viewed as having five
components: Truth, Respect, Understanding,
Support, and Trustworthiness.
163. Building Trust
• We learn to trust only by repeatedly taking
personal risk and experiencing positive
outcomes.
• Interpersonal trust can be viewed as having five
components: Truth, Respect, Understanding,
Support, and Trustworthiness.
• What specifically do you need to be able to
have more trust in your work department
group?
165. Building Respect
• Respect has different meanings for different
cultures, generations, and individuals.
166. Building Respect
• Respect has different meanings for different
cultures, generations, and individuals.
• Requires empathy and communication to be
sensitive to what others consider respectful.
167. Building Respect
• Respect has different meanings for different
cultures, generations, and individuals.
• Requires empathy and communication to be
sensitive to what others consider respectful.
• What specifically do you need to be able to
have more respect in your department? In
your organization?
168.
169. For dialogue to work, you need to be willing to
embrace the mutuality of the process, and the
honesty it requires.
Then you can joyfully embrace the ideas and
bring fun to the process. Positivity and
appreciation smooth the path to Dialogue
172. Evolve: Accept, Grow, Transform
• If we are not evolving we are in decline.
✓ Accept where you are now
173. Evolve: Accept, Grow, Transform
• If we are not evolving we are in decline.
✓ Accept where you are now
✓ Make a plan to keep growing
174. Evolve: Accept, Grow, Transform
• If we are not evolving we are in decline.
✓ Accept where you are now
✓ Make a plan to keep growing
✓ Persevere until you get
liberated by transformation
175. Evolve: Accept, Grow, Transform
• If we are not evolving we are in decline.
✓ Accept where you are now
✓ Make a plan to keep growing
✓ Persevere until you get
liberated by transformation
Dialogue will transform the way you
interact with others and take you into
amazing places!
180. Core Pattern of Successful
Change
See. Create compelling dramatic situations
that help others visualize the problem.
181. Core Pattern of Successful
Change
See. Create compelling dramatic situations
that help others visualize the problem.
Feel. Visualization awaken feelings that
facilitate change, or ease feelings that
hinder it.
182. Core Pattern of Successful
Change
See. Create compelling dramatic situations
that help others visualize the problem.
Feel. Visualization awaken feelings that
facilitate change, or ease feelings that
hinder it.
Change. New feelings change or reinforce
new behavior.